Programme

1. Programme Introductions Introduction to the logframe Practicing the development of the logframe (from situation analysis to the designing of the logframe) (Time allowing, and if you find it necessary, we might try to practice the formulation of a Plan of Operation, which is the tool for implementing the logframe)

2. THE LOGFRAME A Management Tool Helps managers in the Planning, Implementation, Monitoring and Evaluation of the Projects that they are involved in Helps to design the project in a way that enables the managers to be perfectly in charge of every stage of the project cycle

3. Origin of the Logframe • Was developed by businessmen in America when they were undergoing huge losses and wished to determine how best to take proper control of their businesses (as we will see in the bus company example) • First used by Zeil, a German development Manager who thought that the idea of planning by objectives, as used by the American businessmen, could improve the management of development programmes, from identification, through implementation, to monitoring and evaluation • Today in development, the concept goes by many acronyms: ZOPP (Germans); OOPP (Europe); GOPP; Logframe/PPM

4. Stages Involved in the Development of a Logframe • Situation Analysis • Objectives Analysis • Formulation of the Logframe

5. THE DIFFERENT PHASES OF THE PROGRAMME CYCLE INDICATIVE PROGRAMMING FINANCING EVALUATION FORMULATION (APPRAISAL) IMPLEMENTATION IDENTIFICATION

6. THE LOGFRAME FORMAT 3. VERIFY THE INDICATORS OBJECTIVELY VERIFIABLE INDICATORS MEANS (SOURCES) OF VERIFICATION INTERVENTION LOGIC ASSUMPTIONS OVERALL GOAL 2 VERIFY THE ASSUMPTIONS 1 REVIEW THE OBJECTIVES PROJECT PURPOSE RESULTS ACTIVITIES

7. INSTRUMENTS IN THE PROJECT CYCLE Programming workshop Evaluation Reports (End-of-project or ex-post) Identification workshop ToR ToR Pre-feasibility study End-of-project report Assessment Review report (Mid-term or inter phase) Review workshop ToR Monitoring reports Feasibility Study Plan of operations Assessment Start-up workshop Financing proposal =Assessments =Documents =Workshops INDICATIVE PROGRAMMING EVALUATION IDENTIFICATION FORMULATION (APPRAISAL) IMPLEMENTATION FINANCING Financing agreement

8. Sample Logframe

9. OVERALL GOAL (OG) OVERALL GOAL (OG) The higher level objective to which your intervention or Programme aims to make a contribution. It can be at the national or sectoral level. It requires concerted efforts form various stakeholders or actors to achieve the overall goal.

10. PURPOSE This is the objective of your intervention or programme. The achievement of the PP leads to an improved or positive change in the situation of the beneficiaries. It is the reason for your intervention and the basis for measuring the success or failure of your project or programme

11. Planning starts at the Purpose Expresses improvements that should be experienced by beneficiaries, i.e.: • Why the beneficiaries need the project • The utilization of the services (results) provided by the project

12. Results/outputs RESULTS (OUTPUTS) These are the Products or services delivered by the Programme or Intervention. They are ‘what’ you leave behind at the end of your programme – to be utilized by the beneficiaries. Achievement of results lead to achievement of to achievement of purpose

13. ACTIVITIES These are the actual actions or tasks that are performed by the various stakeholders in a programme (Staff, Donors, Government, etc) to achieve the results.

14. OBJECTIVELY VERIFIABLE INDICATORS (OVIs) • Quantity How much? (Nos., % etc) How well? (Standards…) • Quality • Location Where? • When? • Time Frame These are the variables (yardsticks) for measuring achievement/progress during the project’s life. At OG/PP level, achievement is measured by Impact Indicators. At activity level, achievement is measured by Progress Indicators. OVI’s are formulated in terms of:

15. Uses of indicators Indicators are used to: • Clarify the intended objectives • Facilitate communication about the intended objectives to interested stakeholders • Monitor closely, the changes in the situation [of the target group], and the effects of the project activities, during implementation

16. When to use Indicators • During the planning of a project, to clarify the objectives at different levels (overall objectives, project purpose, results). • During project implementation, to monitor and evaluate the positive or negative short to medium term changes, in particular at the activity and results level. • After completion of the project, to measure the extent to which the objectives have been achieved and their impacts – at the project purpose and overall goal level

17. Selection of indicators Cont… To clarify the objectives, do the following: • Carefully consider the results desired and review the precise wording and intention of the objectives. Avoid unnecessarily broad result statements • Be clear about what type of change is implied. What is expected to change – is it a situation, a condition, the level of knowledge, attitude, a behavior? Each type of change is measured by different types of indicators.

18. Selection of indicators Cont… • Be clear about where change should appear. Is change expected to occur among individuals, families, groups, communities, regions, institutions? • Identify more precisely the specific targets for change. who or what are the specific targets for the change? If individuals, which individuals? • Before appropriate indicators can be developed, you must be clear about the expected relationship between activities and their intended results, in order to understand exactly what changes are reasonable to expect.

19. Steps in selecting indicators • Step 1:Clarify the various objective level statements (overall objectives, project purpose and outputs or deliverables to be achieved – the desired change) and identify what needs to be measured at each level. • Step 2: Develop a list of possible indicators for each objective Use a participatory approach to develop indicators that will be acceptable to all groups of stakeholders. This can be done in a brainstorm meeting of the appropriate stakeholders or their representatives

20. Chart 2: Indicator identification

21. Selection of Indicators (Cont…) Step 2 (cont…):Develop a list of possible indicators for each objective/result At the brainstorm session, take one objective/result at a time, look at how it has been stated/formulated and ask: what could bemeasured to see if this result has been achieved or not, or if conditions have at leastchanged?

22. Selection of Indicators (Cont…) • Many possible indicators exist for any desired outcome, but some are moreappropriate and useful than others. • In selecting indicators, do not settle too quickly on thefirst that come most conveniently or obviously to mind. A better approach is to start with alist of alternative indicators that can then later be assessed against a set of selection criteria. The key to creating a useful initial list of indicators is to be inclusive. Allow sufficient opportunity for a free flow of ideas and creativity by the participants in the brainstorming session

23. Assessment of Indicators To assess the quality of an indicator, you should ask yourself the following questions: • Is the indicator specific enough – capable of giving precise information about the subject matter or is it broad and general? Does it specify the variable that is to be measured? • Can the indicator be measured in quantitative (numbers or percentages) and qualitative (descriptive or standard) terms? • Is the indicator relevant – (how realistic is it? To what extent is it likely to measure the achievement of the objective? …)

24. Assessment of (Indicators Cont…) • Can the indicator be achieved within the resources that are available to you – human, financial, timeframe, equipment … • Does the indicator have a specific timeframe or duration within which it will be achieved? • Does it specify the exact location/place/geographical area where the target group would be found? • Can the indicator be disaggregated (by gender, age, population group, geographical coverage or other variables?)

25. Assessment of Indicators Cont… To what extent does the indicator measure: • Relevance of the project (how realistic is it? To what extent is it likely to solve the problem of the people? To what extent is it adapted to the situation of the people? …): • Efficiency (how realistically have the resources – financial, human, equipment … been used • Effectiveness (what is the level of achievement of targets in terms of quantity, standards, service levels?) • Impact (what impacts does the project have on the target beneficiaries and to what level) • Sustainability (is the project technically, socially, financially and environmentally sustainable at the level of the target group? How gender sensitive is it? Will the project continue to provide adequate services in terms of quality and quantity…)

26. Steps in selecting Indicators cont… Step 3: Assess each possible indicatorfor accuracy and effectiveness The criteria for measuring indicators include Specificity; Measurability; Relevance; Achievability/Attainability; the target group; the location or place and the timeframe or duration.In simple words, the indicator of an objective or result specifies: • the variablethat is being measured (e.g. increased student enrolment) • the quantity that shows improvements (e.g. student enrolment increased by 10%) • the target group (e.g. enrolment of female students increased by 10%) • the place or the zone (e.g. enrolment of students from arid districts and Nyanza Province increased by 10%) • the period or duration of achievement (e.g. enrolment of female students from arid districts and Nyanza Province increased by 10% between 2001 2004).

27. Step 4: Select the Best Indicators • Based on your assessment of the indicators, narrow the list from the brainstorm exercise to the final indicators that will be used in the monitoring system. • They should be the optimum set that meets management and stakeholder needs at a reasonable cost and timeframe. • Be selective and limit the number of indicators that will be used to track or monitor each objective/result to the most informative • Select only those that represent the most basic, important and direct dimensions or aspects of your objectives.

28. MEANS OF VERIFICATION (MoV) These are the information sources to show that the indicator has been achieved. E.g. Minutes of meetings; Reports; Certificates; Records etc.

29. ASSUMPTIONS These are the external factors (to the programme or intervention) that must remain positive for the objectives at the various levels to be achieved. The programme has no control over these external factors – but may try to influence their remaining positive. E.g continued donor/political support.

30. Project intervention & assumptions Overall Objectives + Project Purpose Assumptions + Results Assumptions + Activities Assumptions Preconditions IN OUT

31. PLAN OF OPERATION Cost of input (in KSHS) & responsibility for input Time-Frame Year Important Assumptions Activity Input Responsibility 2004 2005 2006 2007

32. LogFrame and sustainability Sources of Verification OVERALL OBJECTIVES Objectively Verifiable Indicators ECONOMIC + FINANCIAL FACTORS Sources of Verification PROJECT PURPOSE Objectively Verifiable Indicators ASSUMPTIONS INSTITUTIONAL + MANAGEMENT CAPACITY SOCIO-CULTURAL + GENDER Sources of Verification RESULTS Objectively Verifiable Indicators ASSUMPTIONS ENVIRONMENTAL PROTECTION COSTS ACTIVITIES MEANS ASSUMPTIONS PRE- CONDITIONS APPROPRIATE TECHNOLOGY POLICY SUPPORT

33. Factors affecting sustainability • Policy support • Appropriate technology • Environmental protection • Socio-cultural aspects; women in development • Institutional and management capacity • Economic and financial viability